DIVERSITY AND CREATIVITY

IN GROUPS AND TEAMS

Paul B. Paulus

University of Texas at Arlington

Effective Functioning of Diverse

Groups• Much literature on negative factors in diverse groups

• Communication problems

• Discomfort

• No evidence of overall benefit of diverse groups or teams on performance

• For all types of diversity

• Mixed evidence on creativity

Effective Functioning of Diverse

Groups• Social pressure from the majority

• Low impact of minority perspectives

• In-group bias

• Problems with expertise diversity

Seven Basic Problems of

Diverse Group Interaction/Teamwork • Group size

• Production blocking

• Unequal participation

• Status/expertise differential

• Similarity/agreement bias—avoid conflict

• Satisficing/going with first good ideas solutions• Fixation

• Lack of structure/preparation/clear goals

Interaction in “Natural Diverse Groups”

• One person talks at a time

• Uneven participation

• Initial ideas become the focus of attention-

premature consensus

• Tend to share similar ideas

• Focus on agreement or common expertise

• Deferment to experts

• Inhibition of minority perspectives/minority

members

Seven Bad Habits of Meetings

• Done as one group

• Done only as a group

• Lack of focus/subtopics

• Ineffective turn taking

• Lack of attention

• Failure to tap cognitive stimulation during and

after interaction

Tapping the Collective Genius of

Diverse Groups• Small group/pair interaction

• Balance of group, pair, alone experiences

• Focusing on one issue or component at a time

• Mix verbal exchanges with electronic or written

exchanges

• Benefits of group experience, training, planning,

structure

• Learning about each others’ unique skills and

talents

• Effective handling of conflicting perspectives

Common Knowledge Effect

Common Knowledge Effect

Common Knowledge Effect

Tapping the Diverse and Creative Potential of

Groups

• Initial private search of relevant knowledge or ideas (by writing ideas or typing)

• Avoids initial bias or fixation

• Allows for in-depth search of relevant knowledge of all group members

• Idea search can occur without distraction/flow of ideas

• No competition for face-time

Tapping the Diverse and Creative Potential of

Groups

• Sharing this knowledge in an efficient manner (writing, electronic) with a small sub-group

• Attentive processing of ideas by others

• Allow for stimulation effect of new ideas

• Novel ideas have more impact (contrast with own ideas)

• All members have input

Tapping the Diverse and Creative Potential of

Groups

• Then some more private reflection time to build on the shared ideas

• Ideas stimulated by the sharing processes

• Ideas from diverse group members can stimulate further thinking

• Connect own ideas/knowledge to the shared material

• No distraction from others’ responses

• No competition for face time

Tapping the Diverse and Creative Potential of

Groups

• Select best ideas in small groups

• Idea selection tends to be better in groups than in isolation

• Benefits of multiple perspectives and experiences in evaluation applicability

• Crowdsourcing/electronic voting

• Wisdom of the crowd

• Groupthink not a problem

Tapping the Diverse and Creative Potential of

Groups

• Share the ideas with the entire group/come to consensus about best ideas

• The contrasting ideas coming from different groups will stimulate further discussion/elaboration

• Discovery of overlap in top ideas may increase confidence in those ideas

Tapping the Diverse and Creative Potential of

Groups

• Allow for reflective input after the group meetings about the ideas

• New ideas may occur to participants after the meetings

Tapping the Diverse and Creative Potential of

Groups

• Have small subgroup of relevant experts develop ideas into implementable format

• They should interact with originators of ideas to insure they understand the full context of the ideas

• They should get input from those outside the division or organization who have relevant expertise

Tapping the Diverse and Creative Potential of

Groups

• Training

• Experience/training as a team

• Development of team skills

• Increased knowledge about team members

• Collective intelligence

• Planning for the interaction process

• Leadership and organizational support

Implications for everyday teamwork

• Need for intense and efficient one-on-one interactions

• Have structured innovation sessions in limited time

periods

• Alternate group interaction and reflective periods close in

time

• Use different modes of interaction at different phases

• Bring ideas to the team for evaluation, elaboration,

development

• Become an innovative, effective and adaptive team

Conclusions: Tapping Diverse Potential in Teams

• Use effective interaction processes

• Gain experience as a team with effective processes

• Supportive leadership

• Positive attitude—groups, teams, diversity

ADWS (Productive) and Diversity

Group Dummy Model

Group Wisdom Model

Group Genius or Synergy Model